HR Management Essay Paper on Gap analysis: HR Vs organization strategies

Gap analysis: HR Vs organization strategies

            In every organization, the most important and fundamental gauge for performance is in the concept of improvement. The organization is a huge conglomerate entity that has various departments under its roof. From the time of inception of the idea to establish a company, facility, facility or organization, the triggering factor is the fact that there is an issue, service or product that needs to be included in the market for the purposes of improvement. Apart from the consideration of the community and the entire society, there are the goals and the aims that come out as catapults forcing the organization and its stakeholders to forge ahead. This gap analysis strives to relate the aspect of human resources as an avenue to achieve the organizational goals needed for it to be considered successful (Pynes 2013).    

            The human resource is one of the most active yet most important parts of the organizational structure because it enables the functionality and the ability to implement the objectives and policies of the firm. To improve the quality of patient care such that it gets to the desired 90th percentile from the current fifty percent level, the organization needs strategies that are not the only workforce and labor-based, but also motivating in the working environment. Once the management notices that there is a need for improvements on methodology, there has to be a reason for it and there is a need to consider the fact that the gap between the current and the desired state depends on the effort placed towards improvements. For instance, in order to create savings of up to $ 1.2 million, the methodology chosen should be cost-effective as well as efficient and devoid of redundancy (Pynes 2013).      

            When the financial health is said to be chronically ill, the notion is either lying on the low profitability from processes, that have high productivity expectations, or based on the total lack of output from the input. Apart from the efficiency on machinery, to move from one point to another, the financial department of the organization also needs to come up technical strategies for stabilizing the finances. With effective services and structures corporate social responsibility in the organizational systems, it is worth noting that profitability will come coupled with stakeholder satisfaction (Pynes 2013).    

            From the above illustration, that there is a direct link between the general organizational improvement strategies and the human resource portion is an obvious fact. Apparently, it is the human resources that engage on a day-to-day basis to implement the policies put in place by the high-ranking management and leadership. For this reason, the gap between the human resource strategies and that of the organization as a whole should be filled in such a way that one derives from the other (Pynes 2013). For economic, financial and work efficiency purposes, the human resource endeavors to create a screening process that allows for the best workers and practitioners into the organization’s working environment. Before this process is implemented fully, it is preceded by the concept of feasibility and viability. Recruiting and assigning of duties to the workers needs to be an economically effective process for profits to come out of it.

            Outsourcing becomes a vital part of the day-to-day running of a business establishment or an organization. To connect the efficiency of the work done to the strategy of financial stability, CSR compliance and service provision, the employees need to go through a process, which includes training, periodic evaluation as well as knowledge and experience based ways of financial motivation (Pynes 2013).     

References

Pynes, J. (2013). Human resources management for public and nonprofit organizations: A strategic approach.